International Human Resource Management: Australian Manager in France

This report delves into the cross-cultural and managerial challenges an Australian manager is likely to encounter when relocating to Paris, France, to manage a foreign subsidiary. The analysis highlights significant differences in cultural values, communication styles, and workplace ethics between Australia and France. Key issues discussed include communication barriers, differing work ethics, attitudes toward conflict, individualism versus collectivism, and employment conditions, such as working hours and holiday entitlements. The report emphasizes the importance of cross-cultural training and development programs to help the manager navigate these differences and ensure the successful management of the French subsidiary. The report provides valuable insights into international human resource management, offering a practical perspective on the complexities of managing across cultures in a global business environment.

International Human Resource Management
INTERNATIONAL HUMAN
RESOURCE MANAGEMENT - 959646
1

International Human Resource Management
Table of Contents
Introduction.......................................................................................................................3
Case Background..........................................................................................................................3
Cross Culture Differences.............................................................................................................3
Managerial Issues..............................................................................................................3
Conclusion.........................................................................................................................6
Bibliography......................................................................................................................7
2

International Human Resource Management
Introduction
Case Background
In this report, we are going to discuss certain cross cultural and management issues that an
Australian manager is going to face when he would be relocated to Paris, France, to manage a
foreign subsidiary of a company he has been working for. The report will also discuss
employment relations issues that the manager is most likely going to face.
Cross Culture Differences
Since the spread of globalisation and liberalisation, the business world has greatly evolved
and the entire globe has become a potential market for business organizations. Globalisation
has resulted in business organizations expanding their operations in multiple countries to
achieve economies of scale and also to outperform their competitors. In their strategy of
global expansion, business organizations are facing cross-cultural issues (Adekola & Sergi,
2016).
Culture is defined as a set of values, ethics, morals, etc. that govern the behaviour of a group
of people. Different countries have their own cultural values, which governs their sense of
business behaviour. This difference in cultures of different nations is known as cross cultural
difference and has become an important subject in the business world (Ang & Van Dyne,
2015).
Managerial Issues
France and Australia are two countries that highly differ from each other in terms of cultural
values, which impacts the way people socialise and carry out business activities. Certain
issues that an Australian manager is going to face while managing a foreign subsidiary in
France are discussed below;
First of all, there is a huge list of cross-cultural and communication differences between the
people of the two countries. In France, people generally have a habit of talking a lot and can
even interrupt a person while he or she is taking her turn to speak. On the other hand,
Australians prefer to take turns while talking and do not interrupt each other while a person is
speaking. Most of the people in France do not have basic etiquettes as compared to the
3

International Human Resource Management
Australians. French people do not use kind words and gestures, such as thankyou or goodbye
as are used by the Australians. Further, in France, replying to e-mails or other important
sources of information is not as frequent and quick as it is in Australia (Fabein Haddadi, n.d.).
For an Australian manager working in France, it is best to assume that the receiver has
already read his or her e-mail rather than holding onto his or her breath after sending it.
Therefore, an Australian manager might find it difficult to digest the behaviour of his French
associates in the beginning
Secondly, French population has a lot of jealousy for people who are richer than them. They
demand high compensation and benefits and can easily get into arguments with their co-
workers or seniors who are earning more than them. An Australian manager relocation to
France should be ready to face criticism from the French workers as they would not want the
manager to portray himself or herself as one of them. They also might feel jealous of his or
her ideal lifestyle and would not take much time to pass a nasty remark (Julison, 2018).
Therefore, it is another managerial issues that an Australian manager might have to deal with
while working in a French subsidiary.
Thirdly, in Australia, the people have a tenancy to avoid arguments and workplace conflicts
as much as they can. On the other hand, in France, the people have a care free attitude and
have an unconditional love for debating, confronting, challenging ideas, etc., which might
make an Further, the French also believe that freedom of speech is a huge right for them and
would not mind in voicing their opinions or going on a strike if the work conditions are not
favourable for them. Australian manager believe that he is being taken lightly or his authority
is being undermined (Vosse, 2018).
Fourthly, the Australian people have an openness towards social activities and an
adventurous lifestyle while the French people are very reserved and offer a restrained look.
Even when it comes to handling emotional situations and conflicts in the workplace, the
Australians have a greater level of pragmatism as compared to their French associates.
Australian might expect their French associates to be as relaxed and open to new things like
them but the French people generally hold back, have a reserved lifestyle and do not easily
accept changes (Australian Times, 2016).
4

International Human Resource Management
Fifthly, the French people have a love for attending meetings and can spend hours in a
meeting without actually coming to a resolution. On the other hand, the Australians do not
like to waste time and like to come to quick resolutions (The Local, 2018). This might be
frustrating for an Australian manager working in a French subsidiary.
Sixthly, the society in France is highly individualist and scored 71 on the Hofstede’s cultural
dimensions scale. The result is that the employees belonging to France do show respect to
their seniors but behave exactly opposite at their backs. They feel that they know more as
compared to their seniors but are not able to express it because of the power distance.
Furthermore, there is a blaming culture in the French workplaces. French employees have a
greater tendency to look for a person they can blame when something goes wrong, instead of
trying to find a solution to their problem. French people do not like to be blamed for a
mistake and can easily hold another person accountable for their own mistake (The Local,
2018).
Lastly, there are a significant differences in the employment conditions between Australia
and France, which an Australian manager will have to keep in mind while managing a French
subsidiary. The French people have been reported to be the hardest working people in the
world but they have a lot of demand for holidays. French workers usually get 5 weeks of
holidays in total but some permanent positions are offered 9 weeks of paid leaves. For some
civil servants working in France, the total number of leaves can extend beyond 14 weeks.
Furthermore, the French also have a 35-hour working week. In France, employers and trade
unions do not talk to each other much and look at each other as if they belong to a different
planet. As a result, France experiences a greater number of strikes and workplace issues
because the trade unions and the employers do not maintain good relations with each other.
Therefore, there is a huge difference between the employment relations and conditions in the
two countries, which might make it difficult for an Australian manager to manage a French
subsidiary in the beginning (Hofstede Inisights, n.d.).
5

International Human Resource Management
Conclusion
Carrying out business activities in a foreign country is not as easy as it sounds and gets even
more difficult when there are a significant number of cross cultural differences between two
countries. France and Australia are a perfect example of two countries that greatly vary with
each other in terms of cultural values and workplace ethics, which will definitely make it
difficult for an Australian manager to relocate to a French subsidiary and look after its
management.
Most likely, an Australian manager is going to experience a cultural shock in the very
beginning. Therefore, it important that his company makes him undergo detailed cross
cultural training and development programs so that he can learn the cultural values and
preferences of the French people, which would ensure proper management of the French
subsidiary after the manager is relocated to France.
6

International Human Resource Management
Bibliography
Adekola, A. & Sergi, B., 2016. Global business management: A cross-cultural perspective.
s.l.:Routledge.
Ang, S. & Van Dyne, L., 2015. Handbook of cultural intelligence. s.l.: Routledge..
Australian Times, 2016. Look at the cultural similarities and differences between Australia
and Europe. [Online] Available at: https://www.australiantimes.co.uk/culture/look-at-the-
cultural-similarities-and-differences-between-australia-and-europe/[Accessed 16 April 2019].
Fabein Haddadi, n.d. Lifestyle comparison Australia vs France - What you could be missing
in either place. [Online] Available at: http://www.fabien-haddadi.info/en/49-france-vs-
australia[Accessed 16 April 2019].
Hofstede Inisights, n.d. COUNTRY COMPARISON. [Online] Available at:
https://www.hofstede-insights.com/country-comparison/australia,france/
[Accessed 16 April 2019].
Julison, M., 2018. 10 Cultural Differences You’ll Notice While Living in France. [Online]
Available at: https://greenhearttravel.org/blog/high-school-france/10-cultural-differences-
youll-notice-during-your-homestay-in-france[Accessed 16 April 2019].
The Local, 2018. The French culture shocks you should be prepared for. [Online]
Available at: https://www.thelocal.fr/20180122/french-culture-shocks-that-no-one-tells-you-
about[Accessed 16 April 2019].
The Local, 2018. Top Ten: What drives expats mad about working in France. [Online]
Available at: https://www.thelocal.fr/galleries/culture/ten-aspects-of-french-working-culture-
that-drive-expats-mad/4[Accessed 16 April 2019].
7

International Human Resource Management
Vosse, C., 2018. Australia Versus France – Part 1. [Online]
Available at: https://www.frenchictouch.com/australia-versus-france-part-1/
[Accessed 16 April 2019].
8